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Entry shock, culture shock: Socializing the new breed of global managers
Author(s) -
Feldman Daniel C.,
Tompson Holly B.
Publication year - 1992
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.3930310405
Subject(s) - subsidiary , shock (circulatory) , face (sociological concept) , business , work (physics) , multinational corporation , business administration , management , public relations , political science , economics , sociology , finance , engineering , social science , medicine , mechanical engineering
Recent graduates in the field of international business face not only the entry shock of making the transition from school to work, but also the culture shock of working in foreign countries or with joint ventures and foreign subsidiaries. Using survey data collected from 459 recent recipients of masters degrees in international business, this article explores the special problems new entrants into the field of international business face in their first few jobs and suggests organizational strategies for more effectively socializing these new global managers. © 1993 by John Wiley & Sons, Inc.